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Enterprise Project Management

Optimize Process and Project Management through the PMO

Walter A. Viali, CSQA, PMP UH April 6, 2005

Agenda

Whats the Big Deal? Process and Project Management to the Top Where Do We Want to Be? How Do We Get There? Why the SEI CMM (and the CMMI)? What About Certification? Enter PMI and QAI An Enterprise Project Management Maturity Model Wheres the Bang for the Buck? How Can We Do Things Right and Fast? How Do We Manage This Whole Thing? Developing a PMO Implementation Plan PMO of the Future? Lessons Learned and Conclusion

Whats the Big Deal?

From the Standish Group... 17%

of projects succeed 31% of projects fail 52% of projects are challenged Cost and/or schedule performance

$78

billion dollars total project waste (against $250 billion in project spending)

The Standish Group 1994 Chaos Report

From the Standish Group... 34%

of projects succeed (100% improvement over 1994) 15% of projects fail (down from 31% in 1994) 51% of projects are challenged $55 billion dollars total project waste (against $255 billion in project spending) $38 billion in lost dollars for US projects in 2002 $17 billion in cost overruns

The Standish Group 2003 Chaos Report

Project FailureThe major cause of project failure is not the specifics of what went wrong, but rather the lack of procedures, methodology and standards for managing the project.

Source: InfoWeek, 1996

Success Criteria

User Involvement Executive Management Support Clear Statement of Requirements Proper Planning Realistic Expectations Smaller Project Milestones Competent Staff Ownership Clear Vision & Objectives Hard-Working, Focused Staff TOTAL

Points19 16 15 11 10 9 8 6 3 3 100

"We know why projects fail, we know how to prevent their failure -- so why do they still fail?Martin Cobb Treasury Board of Canada Secretariat Ottawa, Canada

Process and Project Management to the Top..

CIO Priorities Top 10 Management Issues(1999-2003) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Business/IT Fusion Demonstrating Business Value IT Skills (Recruit, Retain, Re-skill) Y2K Clean-up/Contingencies "Sourcing" Management IT Governance Process/Project Management M&A IT Integration Knowledge Management IT OrganizationGartner Group (11/16/98)

Where Do We Want to Be?

Where Do We Want to Be? Improved project management and process

management practices based on:

A portfolio view of projects aligned with a strategic

business plan Defined processes for different types of projects A uniform project management process to support the software processes Integrated business and quality controls Viable tools to support process, project management and project portfolios

Managing Portfolios of Projects Managing Projects

Establishing Project PortfoliosBUSINESS STRATEGY A BUSINESS STRATEGY B BUSINESS STRATEGY C

TOTAL COST

IT PORTFOLIO B

TOTAL BENEFITS

COST

PROGRAM X

BENEFITS

COST

PROGRAM Y

BENEFITS

$

PROJECT 1

$

$

PROJECT 4

$

$ $

PROJECT 2

$ $

$ $

PROJECT 5

$ $

PROJECT 3

PROJECT 6

Project Portfolio Priority MatrixProject Name/Business Strategy: ____________________________________ Business Project Manager: _________________________________________ I.T. Project Manager: _____________________________________________ As Of Date: ___________________ Strategic Priority: _______________

ProfitabilityInitiative creates profitability to Does not improve organization service

Market ShareInitiative increases market share Does not improve Market Share Strong potential to increase Market Share somewhat over next 2 years Strong potential to increase Market Share somewhat over first year New industry product Significant impact right away Market Owner

InfrastructureInitiative improves organization infrastructure

Cost to CompeteInitiative enables organization to compete Does not improve competition ability Improves somewhat ability to compete Improves moderately ability to compete Improves significantly ability to compete Moderately reduces cost to compete Significantly reduces cost to compete

MandatedInitiative is required Initiative is not mandated State mandated within fiscal year Federally mandated within fiscal year High risk of State penalty if not implemented in fiscal year High risk of Federal penalty if not implemented in fiscal year

0

0 1

Does not improve Infrastructure Reduces cost somewhat of existing infrastructure Reduces cost moderately of existing infrastructure Reduces cost significantly of existing infrastructure Provides competitive advantage Industry Leader

0 1 2

0 1 2 3 4 5

0 1 2 3 4

Less than $1M in first 1 year Greater than $2M in first year

2 3 4 5

Less than $5M in first year New industry product Industry leader

2 3 4 5

3 4 5

Large Penalty to the Business if not 5 implemented in fiscal year.

__ x .4 = __

__ x .3 = __

___ x .15 = __

___ x .1 = __

___ x .05 = __

Project Portfolio SummaryBusiness/IT Steering CommitteeSales & Marketing - All Project PortfoliosPortfolio Business Strategy A. Optimize the Sales Network B. Reduce Cost through the Sun Study C. Implement a Distributed Support Model D. Rationalize Acquired BUs E. Expand the Use of Web Based Solutions F. Implement the Regionalization of Western Operations G. Reduce the Number of Wolrdwide Plants Totals Total Cost $9999M $9999M $9999M $9999M $9999M $9999M $9999M $99999M Expected Benefits Overall Portfolio Status Comments $99,999M $99,999M Decisions pending $99,999M $99,999M $99,999M Behind schedule $99,999M $99,999M $999,999M

Status Report for:

date

Overall Risk Summary:

1. Current strategies are to be reviewed at the next Steering Council Meeting. 2. Stability of current portfolios impacted by new, emerging business strategies.

Additional Comments:

1. Portfolio F. impacted by loss of FTEs in the Western Region.

Project Portfolio ReportingBusiness/IT Steering CommitteeSales & Marketing Function:

Status Report for:

date

eMarketing

Project Portfolio Account Codes: 99999

Business Strategy Supported by this Project Portfolio: Expand the use of web solutions. Total cost of Project Portfolio: $ 195,200 New ProjectsProject Name Link to Merchandise Website Redesign Sales Consultant Pages Budgeted Amount 5,000 44,000 Expenses to Date 405 1,140 Status Issues this period Behind schedule Outlook next period 1 FTE to be added

Total planned benefits for this Project Portfolio: $ .5M

SUB-TOTAL

49,000

1,545

Run and MaintainProject Name Enhance Broadcast Messaging Modify/Test Release 1.7 Budgeted Amount 45,100 101,100 Expenses to Date 7,643 36,743 Status Issues this period 95% Contingency used up. Outlook next period

SUB-TOTAL PORTFOLIO TOTALS Risk Analysis Summary:

146,200 195,200

44,385 195,200

1. Business liaisons for Redesign Sls Consultant Pages have not been available to the project team.

Change Reque sts Volume/Summary:

1. No significant change requests have been submitted during this reporting period.

Additional Comments:

1. A strategy review session will be held with the eMarketing group to confirm current direction.

Pending ProjectsProject Name Develop New Site for the Western Region Project Summary Current site no longer maintainable Cost $9,999 Benefits $99,999 FTEs 3.5 Priority 1

Total

$9,999

$99,999

I.T. and Project GovernanceI.T. Governance OperatingDepartments

CEO

CIO

Project Governance** = Level of Project

Senior User

Project SponsorProject Manager

Senior IT

Governance staffing tied to project visibility and delegation of authority QA

PMO Project Team

Managing Portfolios of Projects Managing Projects

Process/Project ManagementBusiness and Quality ControlsBusiness Controls (Management)- Resources - Schedule - Cost Discipline-Specific Template (Web Dev., CSOO, Support, etc.)

PM Process

Stage 1Technical Tasks

Stage 2Technical Tasks

Stage 3Technical Tasks

Stage 4Technical Tasks

Lessons Learned

Quality Controls (Technical)- Product Quality - Technical Standards

Techniques Tools= Compulsory End-Stage Assessment Meeting = Quality Review Meetings (Scheduled as needed by Project Type, Activity Type, Deliverable Type = Compulsory Quality Review Meeting

Stage 1, 2, 3, 4 (for example: Initiation, Development, Implementation, Closure)

I.T. and Project GovernanceI.T. Governance OperatingDepartments

CEO

CIO

Project Governance** = Level of Project

Senior User

Project SponsorProject Manager

Senior IT

Governance staffing tied to project visibility and delegation of authority QA

PMO Project Team

How Do We Get There?

How Do We Get There? Assessment of the current organizational

software capability A roadmap to improved process and project management practices based on the assessment results An internal function in support of project portfolio management and of the improvement journey

Why Do We Need to Assess? Establish

a baseline What are our strengths? What are our weaknesses? What do we need to fix first? Do we need a PMO? Is the PMO effective? Should we outsource?

Why Do We Need to Assess? Use

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